IT Strategic Planning: A Tool for Navigating Treacherous IT ...

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  • This describes their computing environment in 1996 and 2002; which prompted the two major planning initiatives
  • BWSC followed the same approach for the two initiatives. Essentially, they define the vision/goal for each plan (I only summarized the key goals here on the slide) and then hire a consultant to assist with the development of the plan. When the receive the plan there is some negotiation as to what recommendations go in the plan – but this is largely done by BWSC and then reported back to the consultant. The steering committee meets and reviews each recommendation and then hashes out whether or not there is a need and if it should be a recommendation or not. Once they finalize the recommendations, the BWSC works at implementing the recommendations. The point of this slide is that BWSC is still heavily involved in the planning process – but just outsources the legwork (IT assessment, interviews with stakeholders, and development of the recommendations.
  • This slide identifies the key recommendations that came out of their IT plan. Notice that the first IT plan was geared at getting BWSC’s infrastructure ramped up enough to support mission critical systems and the next IT plan was focused on making more use of the mission critical plans.
  • This slide explains what BWSC does that enables them to implement such a high percentage of the IT plan recommendations. Jay made it a point to have me add the ‘best and brightest’ comment under the implementation teams bullet. He feels that that’s how they’re able to be so successful at implementing projects. They don’t necessarily appoint people according to their title/level but what they can do.
  • This slide covers the things that they learned through doing the two plans. Because BWSC does so much of the implementation in-house it’s critical that they fully understand the recommendation that is in the plan. They also feel that unless they fully understand what is being recommended then they can’t fully evaluate whether or not that is needed at BWSC. Once they understand it and determine the need, then they evaluate the risks and benefits of each one before the determine if it’s a recommendation they want to move forward with. The project champion bullet was another thing that Jay wanted me to add. He feels that by having the project champion report directly to him, he takes a lot of the political obstacles out of the way. They gave me some examples when they had to remove a staff member because he just refused to recognize that things were going to change. So they thought it was important to remind people that this may happen and they have to be prepared to do something about it. Ron also values having his people heavily involved with the implementation – this makes sure that his staff have the skills to support the application in the future (e.g., build reports, modify the database, etc.)
  • This slide reinforces that the approach BWSC takes will not work everywhere and that there are certain characteristics at BWSC that enable this approach to work well. The prime characteristic is that BWSC has such strong leadership. The leadership enforces the buy-in, the mission, and the direction the organization will take.
  • Here are some of the pros and cons associated with this approach of outsourcing the plan development: Pros: because the consultant is an ‘outsider’ – they are guaranteed to get an objective assessment Outsourcing ensures that the internal resources aren’t taxed They can enforce an aggressive timeline because they hire the consultant. If they did it in-house, then their resources would be stressed doing their regular job function AND the IT plan – which would stretch the schedule out. By hiring a consultant, they can obtain recommendations that incorporate best practices/industry trends and get that industry perspective. CONS: The IT plan may be expensive. I’ve heard of plans costing as little as 50K and as much as 1 Million! Hiring a consultant puts them at a risk of receiving generic recommendations (boiler plate recommendations that are used everywhere). Sometimes the recommendations may not have sufficient detail to really understand what is being recommended and what needs to be done to implement. BWSC had a great example for this last bullet – the latest IT plan was really pushing datamarts and datawarehousing. This was a very popular trend over the last couple years, but has really fizzled out. BWSC kept resisting this recommendation and they’re glad they did because they feel this was a ‘fad’ and not a tried and true technology.

Transcript

  • 1. IT Strategic Planning: A Tool for Navigating Treacherous IT Waters IMTech SUN3 Workshop Phil Chernin CDM 27 April 2003
  • 2. Workshop Agenda
    • Morning Session (9-12)
      • Part 1: Introduction (9-9:45)
      • Part 2: Strategic IT Plan Fundamentals (9:45-10:45)
      • Break (10:45-11:00)
      • Part 3: Planning in the “Real World” (11:00-Noon)
    • Lunch (Noon-12:45)
    • Afternoon Session (12:45-4:00)
      • Case Study Workshop (12:45-3:00)
      • Wrap-Up and Group Discussion (3:00-4:00)
  • 3. Early Morning Session (part 1): Introduction Learning Objectives; Who We Are; Commonalities; Framing the Problem; Reviewing History
  • 4. Introduction
    • Workshop Overview
      • Describe agenda
      • Rules of engagement (breaks, etc.)
      • Discussion is mandatory
    • Participant Introduction
      • Who am I?
      • What do I want to accomplish?
    • Parking Lot
      • Other goals
      • Post-workshop follow-up
    Introduction
  • 5. Participant Background
    • Organization Types
      • Municipal
      • Utilities
      • State
      • Other
    • Experience – has your organization performed a(n):
      • Strategic IT Plan?
      • IT Assessment?
      • Organizational Strategic Plan?
    Introduction
  • 6. Workshop Objectives
    • Understand strategic IT fundamentals
    • Develop skills to articulate mission goals and “ask the right questions”
    • Become a more informed consumer of IT services
    • Increase confidence in your ability to frame strategic IT discussions
    • “Architect Analogy”
    Introduction
  • 7. Questions for you to think about…
    • What is the appropriate role of stakeholders in this process? (who are they and what do they do?)
    • How do I evaluate recommendations? How do I prioritize recommendations?
    • What is the appropriate project structure for completing A Strategic IT Plan?
    • What are the primary barriers to success for IT planning within my organization?
    Introduction
  • 8. A Strategic IT Plan provides a working vision that unites the organization behind a common goal Senior Management IT Department Construction Engineering Finance Operations Customer Service Strategic IT Plan Introduction
  • 9. An IT Manager Gets Hit From All Sides DIRECTOR / EXECUTIVE BOARD CITY HALL CUSTOMERS /PUBLIC FACILITIES CIP
    • “ Moving Targets”
    • Maintenance
    • Schedule uncertainty
    • Cost constraints
    • Multiple stakeholders
    Introduction OPERATIONS IT DEPARTMENT
  • 10. IT Departments Typically Face These Types of Problems
    • Inflexible business processes
    • Gap between business & IT strategy
    • Information “islands”
    • Legacy systems
    • Limited resources
    • Few/minimal IT system standards
    • “Moving target” goals
    • Unclear decision-making processes
    Introduction
  • 11. Water Utilities Have Historically Under-valued IT Professionals
    • “ IT” Fixes My PC
    • “ IT” Gets The Utility Bills Out
    • “ IT” Doesn’t Know Anything About Our Engineering Systems
      • - LIMS - CMMS - SCADA
      • - CAD - GIS - Models
    • IMTech Registration < 500
    Introduction
  • 12. But The Role of the Water Utility IT Professionals is Changing
    • “IT” Controls My PC Purchases
    • “IT” Integrates the Billing System
    • “IT” is a Player at the Strategic Business Level
      • 1970’s – Manager of Data Processing
      • 1980’s – MIS Manager
      • 1990’s – IT Director
      • 2000’s – Chief Information Officer
    Introduction
  • 13. The Stature of the IT Professional Has Risen Because
    • Creating Useful Information From the “Junk Yard of Data” Will Get More Difficult Before it Gets Easier
    • Appropriate Computers and Electronic Devices are Critical to Job Performance
    • Integrated Software Systems Dramatically Enhance Productivity
    • Cyber-security is a Executive-level Concern
    • Electronic Transactions are the Life Blood of a Modern Utility
    Introduction
  • 14. Benefits of a Strategic IT Plan
    • Enhance communications
    • Greater efficiency
    • Clear statement of benefits/costs and trade-offs
    • Integration of entire organization
    • Universal buy-in/support
    • Decision process is open, “living” document
    • Roadmap in support of future technologies
    Introduction
  • 15. Early Morning Session (part 2): Strategic Plan Fundamentals Strategic IT Plan Defined; Step-by-Step Plan Development (in the Ideal…)
  • 16. A Strategic IT Plan is integral to a continuous program life-cycle
    • Organizational Strategic Plan
    • Program Goals
    • IT Assessment
    Strategic IT Plan
    • Tactical Action Plan
    • Implement Projects
    • Manage Schedule
    Fundamentals
  • 17. What is a Strategic IT Plan? Strategic IT Plan Decision-making process Technology Management Constraints ($, time) Legacy System Requirements Stakeholder Input Existing Skills & Capability Resources
    • Outputs
    • Budget
    • Prioritized Projects
    • Schedule
    • Documentation
    • Etc.
    Business Needs/Goals From Organizational Plan To Tactical Action Plan Fundamentals
  • 18. What Does a Strategic IT Plan Accomplish?
    • Describes organizational IT needs and challenges
    • Identifies high-level IT goals
    • Prioritizes IT issues
    • Provides communication framework
      • Ensures that managers and staff are “on the same page”
      • Identifies clear, measurable performance metrics
    • Articulates “path forward”
    Fundamentals
  • 19. Limitations of a Strategic IT Plan
    • Does not contain a set of functional specifications
    • Does not provide a resource-loaded schedule or budget
    • Recommendation may be to conduct ‘further study’
    Fundamentals
  • 20. Strategic IT Planning Step-By-Step
    • Develop strategic vision
    • Perform gap analysis (technology, organization, constraints)
    • Develop/evaluate alternatives
    • Document decision process
    1. Strategic Vision 2. Gap Analysis 3. Evaluate Alternatives 4. Document Decisions Fundamentals
  • 21. 1. Develop Strategic Vision
    • Identify key participants/steering committee
    • Determine the program goals and metrics
    • Bound the problem
    • Outline communication process
      • Who is the target audience?
      • How will input be incorporated?
      • What will are the IT plan deliverables?
      • Roles and responsibility
    • Define the role of core systems (in a business context)
      • Financial
      • Spatial (GIS, CAD)
      • Customer information
      • Regulatory compliance
    Fundamentals
  • 22. 2. Perform Gap Analysis
    • Where are we? Where do we need to be?
    • What problems did the IT assessment identify?
    • What are the technology issues?
    • What are the organizational constraints?
      • Resource scarcity and/or conflicts
      • Department skill set evaluation
      • Business process impacts
    Fundamentals
  • 23. IT Gap Analysis compares c urrent state vs. d esired state and determines what is needed to get there Fundamentals
  • 24. 3. Develop and Evaluate Alternatives
    • Create performance metrics
      • Clear, concise, and measurable
      • Tied to organizational goals
    • Refine business process impacts
      • Risk reduction needs (backup, emergency)
      • Development standards
      • Infrastructure
      • Business support (staff, support)
    • Identify projects and initiatives
    • Evaluate and select projects
    • Assess budget and schedule implications
    Fundamentals
  • 25. 0 $10 $20 $30 $40 $50 $60 0 20 40 60 80 100 120 140 160 180 200                                                            Total Benefit Cumulative Weighted Performance Benefit These projects produce major benefits relative to their total cumulative costs Total Cost Total Cumulative Cost ($ Millions) Portfolio (ROI) Analysis identifies the optimal level of investment Fundamentals
  • 26. 4. Document Decision Process
    • 5-Year strategic plan
    • Decision process map
    • Communications plan
    • Technology requirements document
    • Project roles and responsibilities
    • Executive summary
    Fundamentals
  • 27. A Decision Process Map lists the key decision-makers and their roles Executive Board IT Department Staff 1. Strategic Vision 2. Gap Analysis 3. Evaluate Alternatives 4. Document Decisions Articulate goals Assess Current situation Prelim. Project List Senior Mgmt. Status Final Review Stakeholders Public Meeting Steering Committee Fundamentals
  • 28. There are many types of project outputs, each designed for a different audience
    • Project Report
    • Executive Summary
    • Newsletter
    • Web site content
    • Public Meeting
    • PowerPoint presentation
    • Decision models
    • Press releases
    • One-on-one review sessions
    • Project schedules
    • Management Plan
    • Technical/functional specifications
    • RFP
    • Flyers/handouts
    • Budget analysis
    • Prioritized project list
    Fundamentals
  • 29. Project Output Pros and Cons Fundamentals
    • Lack of rationale
    • Roadmap for implementation
    Prioritized List of Projects
    • Different type of expertise to maintain
    • Interactive/iterative
    • Captures institutional knowledge
    Decision Model
    • Lose detail
    • Risk losing full picture
    • Concise link between goals and project selection
    • Multi-use
    Executive Summary
    • Sits on shelf
    • Time consuming
    • Formal document
    • Very detailed
    Full Report Con Pro Project Name
  • 30. Outsourcing Strategic IT Planning - Boston Water & Sewer Commission (BWSC) Case Study What works and why; Lessons Learned; Pros and Cons of Outsourcing Contact: Ron Sitcawich, MIS Director 617- 989-7000
  • 31. BWSC at a Glance
    • Water distribution and sewer collection for Boston area
    • Approximately 87,000 customer accounts
    • Serve population of approximately 1 million people
    • 1,000 miles of water and 1,400 miles of sewer and drains
    Real-World Planning
  • 32. BWSC’s MIS Department
    • Responsible for supporting hardware, software, and application development
      • 19 MIS staff
      • 270 PC users
      • 6 Enterprise applications
    GIS WOMS HR/FMS Facility Manag. CIS MIS Fleet Real-World Planning
  • 33. BWSC Led Two Major Planning Initiatives
    • 1996
    • Infrastructure incapable of handling robust, mission-critical systems
      • Limited number of PCs
      • Several PC-based databases
      • No software/hardware standards
      • Lack of centralized database
    • Looming Y2K threat
    • 2002
    • Successfully implemented 83% of 1996 plan’s recommendations
    • Newly upgraded software/hardware infrastructure
    • Standardization on Microsoft and Oracle
    • Implemented new mission-critical systems for GIS, HR/FMS, Fleet, Facilities Management, and WOMS
    Real-World Planning
  • 34. BWSC’s Strategic IT Plan Approach
    • BWSC developed goals/objectives for Plans
      • 1996: Develop IT Standards & identify mission-critical system solutions
      • 2002: Capitalize on data integration without compromising lifecycle of applications
    • Hired consultants to assist with development of Strategic IT Plan
      • 1996: Coopers & Lybrand
      • 2002: PriceWaterhouseCoopers
    • BWSC assembled Steering Committee comprised of Key Department Heads and Executive Office to review/approve plan & evaluate recommendations
    • BWSC initiates implementation of recommendations with some support from vendors/consultants
    Real-World Planning
  • 35. Strategic IT Plan Key Recommendations
    • 1996
    • Upgrade hardware and network
    • Standardize on Oracle, Microsoft Office, and Windows NT
    • Replace existing GIS & HR/FMS mission-critical systems
    • 2002
    • Provide access to data vertically & horizontally
    • Integrate data from existing mission-critical systems via web portal
    • Standardize systems integration and application development
    • Upgrade existing mission-critical systems and implement new CMS
    Real-World Planning
  • 36. Putting the Plans into Practice
    • Initiatives led by MIS with Executive Sponsorship
      • Budget for initiatives comes from MIS department
    • Steering Committee assembled to help manage/guide each initiative
      • Comprised of key Department heads & Executive Office
    • Project Champion appointed from either MIS or key stakeholder department
    • Implementation team comprised of staff from key department(s)
      • Best and brightest, not necessarily most senior staff
    Real-World Planning
  • 37. Lessons Learned
    • To properly evaluate recommendations, must fully understand concepts, need, risks & benefits
    • Assemble implementation teams to carry out recommendations
    • Project Champion should report directly to Executive Office
      • Reduces internal/political obstacles
    • People resist change inherently
      • Assign staff who support change and be prepared to remove/replace team members
    • Don’t let consultant/vendor do all the work during implementation
      • Provides IT staff opportunity to gain skills
    Real-World Planning
  • 38. This type of approach is successful when…
    • An organization has strong leadership
    • The leaders within the organization have a firm understanding of the business practices of its departments
    • The overall business mission of the organization is clearly defined
    • Stakeholder buy-in is achievable during implementation rather than planning
    • MIS staff have strong implementation skills
    Real-World Planning
  • 39. Pros/Cons of Outsourcing Strategic IT Plan Development
    • Pros
    • Objective assessment
    • Does not tax in-house resources
    • Can be completed within an aggressive timeline
    • Incorporates industry perspective/trends
    • Cons
    • May be expensive
    • Risk of receiving generic recommendations
    • Recommendation details not always explicit
    • Recommendations may be based upon newest technologies rather than best solution
    Real-World Planning
  • 40. The Real World: Strategic IT Planning in an Organizational Context Politics; Customers; Vendors; Boundaries; Communications and Results
  • 41. Strategic IT Planning is a “People Process”
    • Business needs and organizational considerations drive the planning process
    • Key question: “How can we solve our problems given program constraints and our existing implementation environment?”
    • Stakeholder buy-in is ABSOLUTELY ESSENTIAL
    • Integration and coordination between activities increases success rate dramatically
    • Technology is an enabler of these initiatives
    Real-World Planning
  • 42. Why Do Projects Fail?
    • 80% fail because of organizational reasons
    • The most common causes of failure are:
      • Unclear goals and metrics
      • Wrong problem definition
      • Insufficient stakeholder buy-in/consensus
      • “ Jumping to a solution”
      • Lack of coordination
    • Net result - a structured process is needed to:
      • Address user concerns
      • Enhance confidence in the decisions/outcome
    Real-World Planning
  • 43. To be successful you need a structured decision process that:
    • Identifies the key players and determines their authority or influence
    • Clearly articulates how decisions will be made and implemented
    • Promotes trust in the process so that decision-makers don’t reserve judgment until the very end
    • Is tailored to address what the stakeholders really want
    Real-World Planning
  • 44. What Are The Drivers In the Political Process?
    • “No surprises”
    • Process vs. outcome
    • Risk aversion
    • Budget sensitivity
    • Political momentum
    • Personal relationships
    • Credibility
    Real-World Planning
  • 45. Stakeholder Evaluation Diagram Real-World Planning Potential Response Key Drivers Impact / Significance Key People Stakeholder Group Issue
  • 46. Customers Play An Important Role In Decision-making
    • How do you define customers?
    • Do you have more than one type of customer?
    • How do customers interact with the organization?
    • How is customer satisfaction determined?
    • What are the chief customer concerns?
    • How involved should customers be in the decision-making process?
    Real-World Planning
  • 47. Customers Can Have Different Levels of Involvement in the Decision Process
    • No involvement
    • Limited
      • Receive summary of decisions
      • Ability to register comments
      • Pre-planning workshops
    • Intermediate
      • Regular updates
      • Review-&-comment
    • Full partnership
      • Steering Committee representation
    Real-World Planning
  • 48. There are a number of boundaries and constraints that can affect a project’s viability
    • Schedule
    • Regulations
    • Funding
    • Resources
    • Organizational skills
    • Political feasibility
    • Existing business processes
    • Stakeholder buy-in (internal & external)
    Real-World Planning
  • 49. Vendors: Complete Annoyance or Necessary Evil?
    • Pros
      • Provide valuable insight
      • Worked on numerous implementations
      • Have experience with leading-edge technologies
    • Cons
      • Always trying to “sell something”
      • Take time to manage
      • Can be pests
      • Don’t always sell what is needed most
    • Key: defining the proper role for vendors
    Real-World Planning
  • 50. Communications Strategy
    • Who is the target audience?
    • How are they used to seeing information presented?
    • How much time/ability do they have to absorb this information?
    • What are stakeholders planning to do with this information?
    • What is the purpose of presenting this information?
    Real-World Planning
  • 51. “ Know The Players” and Design an Appropriate Decision Process
    • Perform a detailed stakeholder analysis
    • Develop clear program goals
    • Bound the problem, limit the scope
    • Establish clear participant roles and responsibilities
    • Consider organizational, political and technical issues
    Real-World Planning
  • 52. Technology Backbone Technology Solutions Project Task Technology Infrastructure Automated Meter Reading Permits and Licenses Accounts Receivable Arrears Field Force Automation Laboratory Information Billing GIS Public Relations Customer Service Capital Projects Planning Work Management People Improvements A Strategic IT Plan Integrates All Dimensions of Defined Improvement Real-World Planning Business Improvements Technology Improvements
  • 53. Afternoon Session: Case Study Workshop
  • 54. Workshop – PM Agenda
    • Split into groups of 6-8
      • People from same organization or background should split into different groups
    • Identify a real-life strategic IT planning effort (or an organization that needs one)
    • Complete workshop exercises step-by-step
    • Recap/discuss issues with entire group
  • 55. Workshop – Case Study Exercises
    • Exercise 1: Identify Key Stakeholders & Program Issues
    • Exercise 2: Define Program Goals & Metrics
    • Exercise 3: Select/Evaluate Projects
    • Exercise 4: Review Analytical Tool Outputs
    • Exercise 5: Discuss Communications Formats
  • 56. Exercise 1a: Evaluate Key Stakeholders
    • Directions:
    • Select a project with which you are familiar.
    • List your project stakeholders.
    Worst-case “Walk Away” Potential Response Key Drivers Impact / Significance Key People Stakeholder Group Issue
  • 57. Exercise 1b: Identify Program Issues
    • Directions:
    • Determine the project constraints, major issues, and implementation details.
    • Discuss your conclusions.
    Givens, Constraints Key Problem Areas Implementation Details
  • 58. Exercise 1b: Identify Program Issues
    • Directions:
    • Determine the project constraints, major issues, and implementation details.
    • Discuss your conclusions.
  • 59. Exercise 2: Define Program Goals & Performance Metrics
    • Directions:
    • Identify at least 5 program-level goals for your project.
    • For each goal, define at least one performance metric.
    Program Goal Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Metric 1 Metric 2 Metric 3 Metric 1 Metric 2
  • 60. Exercise 2: Define Program Goals & Performance Metrics
    • Directions:
    • Identify at least 5 program-level goals for your project.
    • For each goal, define at least one performance metric.
  • 61. Exercise 3: Select/Evaluate 5 IT Projects
    • Directions:
    • Identify at least 5 IT projects to implement.
    • Compare/contrast their performance against the pre-defined metrics from Exercise 2.
    5 4 3 2 1 Con Pro Project Name Project Number
  • 62. Exercise 4: Review Some Analytical Tool Outputs (Group Session)
    • Directions:
    • Review tool outputs from several third party decision analysis and software simulation packages.
    • Discuss the strengths and weaknesses of each output and identify the appropriate use for each tool.
  • 63. Informal Project Prioritization Divides Projects Into Three Tiers Based On ROI 0 $120 0 20 40 60 80 100 Project Cost Project Performance $20 $40 $60 $80 $100                     Not Cost Effective Possible Projects Probable Projects Automate Financial Reporting Automate Work Orders Implement Automated Meter Reading
  • 64. 0 $10 $20 $30 $40 $50 $60 0 20 40 60 80 100 120 140 160 180 200                                                            Total Benefit Cumulative Weighted Performance Benefit These projects produce major benefits relative to their total cumulative costs Total Cost Total Cumulative Cost ($ Millions) Portfolio Analysis Evaluates and Defines the Appropriate Project Mix Across the Entire Organization
  • 65. Decision Tree Analysis Focuses On Issues Dominated By Risk & Uncertainty Implementation Schedule Slip (months) Total Cost vs. Implementation Schedule Delays Total Cost (k$) 0 1 2 3 4 5 6 7 8 Optimal decision changes if schedule slips more than 6 months
  • 66. Some Tools Compare and Contrast Projects According to Multiple Criteria
  • 67. Exercise 5: Identify 5 Appropriate & 3 “Bad” Communications Formats for your Project
    • Project Report
    • Executive Summary
    • Newsletter
    • Web site content
    • Public Meeting
    • PowerPoint presentation
    • Decision models
    • Press releases
    • One-on-one review sessions
    • Project schedules
    • Management Plan
    • Technical/functional specifications
    • RFP
    • Flyers/handouts
    • Budget analysis
    • Prioritized project list
    • Others? Feel free to “go off the board”….
  • 68. Strategic IT Plan Case Study – Summary (Activity & Purpose)
    • Exercise 1: Key Stakeholders & Program Issues
      • Know your target audience and the important questions
    • Exercise 2: Program Goals & Metrics
      • Define the organizational goals and how you will measure success
    • Exercise 3: Select/Evaluate Projects
      • Identify and compare only projects that address mission goals
    • Exercise 4: Analytical Tool Outputs
      • Use tools that provide the appropriate level of insight
    • Exercise 5: Communications Formats
      • Distill/present data in a way your target audience can understand and absorb
  • 69. Strategic IT Plan Case Study – Remaining Program Activities
    • Budget and scheduling
    • Technology analysis/selection
    • Incorporation of legacy systems
    • Facilitating a group decision-making process
    • Organizational impact assessment
    • Business process redesign (BPR)
    • Project management (delivery)
    • Public relations/public involvement
    • Ongoing progress assessment
    • Regulatory compliance management
  • 70. Summary/Discussion
  • 71. IT Systems Should Support the Business Plan Strategic IT Plan VISION/MISSION BUSINESS PRACTICES PEOPLE PRACTICES TECHNOLOGY SYSTEMS John Naisbitt, IT Visionary “ You have to know WHY before HOW….” Phil Perkins, Pillsbury, CIO “ First ask, what is the business problem that this application is trying to solve? ” Miriam Heller, Professor, U of H “ No matter how brilliantly designed and engineered the IT system, the system is limited if it does not address business requirements up front.”
  • 72. A Sound Strategic IT Plan Incorporates Both Organizational and Technical Concerns Data Information Knowledge Insight Implementation Process People
  • 73. Strategic IT Planning Guidelines
    • Strategic IT Planning is an organizational / people-centered process
    • Business and stakeholder needs should drive the solution
    • Technology is an enabler of program goals
    • Developing a clear set of goals & metrics increases the chance of success
    • Participants require a “no surprises” decision and implementation process
    • Tailor your process (and outputs) to your target audience
  • 74. Strategic IT Planning Steps
    • Develop strategic vision
    • Perform gap analysis (technology, organization, constraints)
    • Develop/evaluate alternatives
    • Document decision process
    1. Strategic Vision 2. Gap Analysis 3. Evaluate Alternatives 4. Document Decisions
  • 75. Developing A Strategic IT Plan Provides A Wealth of Program Benefits
    • Clear direction
    • Alignment between program goals and implementation
    • Increased communication (internal & external)
    • Stakeholder buy-in
    • Greater efficiency
    • Reduced risk
    • Program flexibility
    • Enhanced credibility
  • 76. Questions for you to think about…
    • What is the appropriate role of stakeholders in this process? (who are they and what do they do?)
    • How do I evaluate recommendations? How do I prioritize recommendations?
    • What is the appropriate project structure for completing A Strategic IT Plan?
    • What are the primary barriers to success for IT planning within my organization?
    Introduction
  • 77. Questions/Concerns
  • 78. Contact Information
    • Vasken Missirlian
      • Phone: 949-752-5452
      • E-mail: [email_address]
    • Phil Chernin
      • Phone: 800-343-7004
      • E-mail: [email_address]
    • Jon Spangenberg
      • Phone: 925-933-2900
      • E-mail: [email_address]